Managing and Measuring Training, Learning and Development

Section One

The Strategic Context of Training & Development

• Strategic organisational development, training and HR planning
• Business strategy: the need for long-term planning for future skills and competences
• Aligning training and development to meet business objectives
• Redefining organisational learning for your organisation
• Essential steps to becoming a learning organisation
• Developing a training and development business model to suit your organisation

Section Two

The Importance of Defining Training Needs

• Understanding the training cycle and why it matters
• Introducing Training Needs Analysis (TNA)
• The role of competencies in learning & development
• How competencies can be measured
• TNA at corporate, department, team and individual level
• Awareness of different learning styles and how to provide for them

Section Three

Evaluating Training and Outcome Metrics

• Why clear and measurable learning objectives matter
• Understanding and applying cost-benefit analysis
• How to measure training return-on-investment (ROI)
• What to measure: defining the measurement parameters and metrics
• Measuring intangible impacts: cultural, social, other
• Training budget planning and formulation

Section Four

Managing & Leading the Training Function

• The importance of leadership and how it differs from management
• The strategic management of the training function
• The concept of talent management
• Differentiating succession management & talent management
• Internal Vs external training provision
• The role of educational credentials in training and education

Section Five

The Business Case for Training, Learning & Development

• How training fits with performance appraisal
• Nationalisation issues in training and development
• Preparing the business case for an investment in training
• Presenting the business case to key stakeholders
• Personal action planning
• Training seminar summary & review